The past two decades have seen a process of almost continuous reform in public management in developed countries and a renegotiation of traditional relationships between state, economy and society. These changes have been expressed through privatization, civil service reductions and restructuring, the introduction of market-type mechanisms to improve the delivery of public services, the construction of new forms of partnership between state and non-state organizations, and new types of regulation and accountability. In turn, these public management reforms have, in a variety of ways, been transferred to the state systems of developing and transitional economies. The Internationalization of Public Management constitutes one of the first attempts to examine the conceptual and practical problems which attend such policy transfers, and to make preliminary judgements about the successes and failures of public management reform in developing countries. The distinguished group of contributors offers instructive insights into the complex reality of the development state. Both academics and postgraduate students within the areas of politics and governance, public sector management and development studies will find this book essential reading. Practitioners in these fields, especially within aid agencies and research institutions, will also find the book contains valuable lessons and conclusions.

This book presents Human Resource Management (HRM) as a tool for improving the performance of organizations in developing and transitional countries. It does this through the presentation of an integrated model of human resource management, informed by the practical realities of applying such a model in developing and transitional countries. Using exercises and real-life examples, the authors emphasize the need to practise (and to study) HRM in context, taking account of the contrast between what theory says should happen and what actually happens in practice. Having introduced a strategic model of HRM, the book explores the key HRM activities of human resource planning, job analysis, managing pay, recruitment and selection, performance management, learning and training, job reduction and employee relations. The authors stress that every HRM model must be critically assessed in the particular setting in which it is being used, and then adopted, adapted or abandoned. This process of critical adaptation of international models of 'good practice' is the essence of global HRM. This textbook offers a clear and highly accessible introduction to the theory and practice of HRM in developing and transitional countries. It has been designed for students on a wide range of human resource oriented courses, including development management and administration. It will also be a valuable reference tool for HRM practitioners in the private and public sector and in NGOs.

This book presents Human Resource Management (HRM) as a tool for improving the performance of organizations in developing and transitional countries. It does this through the presentation of an integrated model of human resource management, informed by the practical realities of applying such a model in developing and transitional countries. Using exercises and real-life examples, the authors emphasize the need to practise (and to study) HRM in context, taking account of the contrast between what theory says should happen and what actually happens in practice. Having introduced a strategic model of HRM, the book explores the key HRM activities of human resource planning, job analysis, managing pay, recruitment and selection, performance management, learning and training, job reduction and employee relations. The authors stress that every HRM model must be critically assessed in the particular setting in which it is being used, and then adopted, adapted or abandoned. This process of critical adaptation of international models of 'good practice' is the essence of global HRM. This textbook offers a clear and highly accessible introduction to the theory and practice of HRM in developing and transitional countries. It has been designed for students on a wide range of human resource oriented courses, including development management and administration. It will also be a valuable reference tool for HRM practitioners in the private and public sector and in NGOs.

The past two decades have seen a process of almost continuous reform in public management in developed countries and a renegotiation of traditional relationships between state, economy and society. These changes have been expressed through privatization, civil service reductions and restructuring, the introduction of market-type mechanisms to improve the delivery of public services, the construction of new forms of partnership between state and non-state organizations, and new types of regulation and accountability. In turn, these public management reforms have, in a variety of ways, been transferred to the state systems of developing and transitional economies. The Internationalization of Public Management constitutes one of the first attempts to examine the conceptual and practical problems which attend such policy transfers, and to make preliminary judgements about the successes and failures of public management reform in developing countries. The distinguished group of contributors offers instructive insights into the complex reality of the development state. Both academics and postgraduate students within the areas of politics and governance, public sector management and development studies will find this book essential reading. Practitioners in these fields, especially within aid agencies and research institutions, will also find the book contains valuable lessons and conclusions.

This fully revised edition of the same authors' Governance, Administration and Development is the ideal introduction to public management and the policy process in developing countries. With a new chapter on issues of law and order, it also covers current debates on civil society, aid and intervention, and the relationship of states and markets.